Jay Nicely has over 20 years of experience managing complex IT programs and projects for Fortune 500 companies. He specializes in implementing Oracle ERP applications such as Oracle EBS, Oracle Financials, and Oracle HRMS. As a program/project manager, he has led teams in successfully delivering multi-million dollar projects on time and within budget. His core skills include managing budgets, resources, schedules, and client relationships.

1. JAY A. NICELY
1845 SW Haltiwanger Rd, Lake City, FL 32024 ♦ 386-466-7015 ♦ janicely@msn.com
PROGRAM OR PROJECT MANAGER
EXECUTIVE PROFILE
Strategic-thinking professional with an exemplary record of leading complex, multi-million dollar programs
and projects in the area of Information Technology (IT) for Fortune 500 companies. Recognized for
managing programs and projects on time and within budget constraints. Accomplished at reducing costs
through performance improvements. Superior reputation in the implementation of Oracle eBusiness Suite
and MS Dynamics AX and GP applications. Highly skilled in building and leading high performance
functional/technical teams while fostering an environment of open communication. Persuasive,
encouraging, and innovative, coupled with strong sales and customer relationship management skills.
NOTABLE CONTRIBUTIONS
 Led a $28M program for a software company, which included a website that allowed auto
manufacturers to manage vendor parts quality online.
 Reduced payroll processing time from 20 to 9 hours for a global company by tuning Oracle
payroll applications and the database.
 Generated sales of $10 million, exceeding the target of $1 million, for a Fortune 500 software
provider.
 Led a team of consultants to dramatically improve the performance of an Oracle ERP system
for a major DOD manufacturer.
CORE LEADERSHIP COMPETENCIES
Defining Project Objectives and Overseeing Quality Throughout the Lifecycle ♦ Successful Delivery of
Oracle ERP Applications ♦ Managing Multi-Million Dollar Budgets ♦ P&L Responsibility ♦ Leading
Consultants, Subcontractors, Remote Global Resources, and Client Employees ♦ Client Relationship
Management ♦ Qualifying and Pursuing Client Sales Opportunities ♦ Estimates and Client Proposals ♦
Business Case Development ♦ Acquiring Resources and Coordinating Efforts of Team Members ♦
Program Strategy and Planning ♦ Managing and Developing Schedules ♦ Directing Application
Development ♦ Recommending Cost-Effective Technical Solutions ♦ Interacting with Stakeholders and C-
level Executives ♦ Risk Management
PROFESSIONAL EXPERIENCE
JandC3 LLC
Lake City, FL
Oracle EBS Project Manager 10-2013 – Present
Contract with the City of Tampa, FL as a Project Manager reporting to the CIO for the
implementation of Oracle EBS R12 and Kronos which was a migration from PeopleSoft to
Oracle. Oracle modules implemented were Financials, Core Human Resources, Advanced
Benefits, Self Service HR, Learning Management, Performance Management and Payroll.
Kronos and Telestaff were implemented for time entry and management. Responsible for

2. managing the client teams and coordinating with three implementation vendors. Monitored
vendor’s deliverables, schedule and budget. Assured that client deliverables were complete and
on schedule. Responsible for reviewing and approving vendor deliverables. Facilitated system
integration and acceptance testing. Was the client representative in a multi-vendor PMO. Lead
the city’s departments through the conversion from paper time entry to an automated time
management system. Lead the training department through development of training materials
for Oracle HR, Kronos and Telestaff.
IT Program Manager – Corporate Applications 12-2011 – 8-2013
Contract with WennSoft as a Program/Project Manager at their client Schuff Steel. Responsible
for the Project Management of a large implementation of Microsoft GP Financials, HR/Payroll,
CRM, Manufacturing, SharePoint, WennSoft Signature mechanical engineering applications and
additional 3rd
party tools. Lead a team of functional and technical consultants through the
Analysis, Design, Development and Deployment phases of the project. Utilized the WennSoft
methodology aligned with Microsoft SureStep. Responsible for keeping the project on schedule
and within budget.
Contract with Arizona Chemical as Project Manager for the global Cloud implementation of
Microsoft Dynamics CRM for the sales and services organization. Within the EPMO responsible
for managing the tasks of the implementer and the Arizona Chemical project teams. Planned
the project, gather requirements, selected 3rd
party applications to integrate with the iPad.
Monitored budget, scope and schedule following PMI best practices. Project included integration
with SAP and migration of data from several Lotus Notes applications.
Contract with Allscripts as a Program Manager with the Nexus program. Allscripts has acquired
and merged with several companies over the last few years and is consolidating and replacing
their corporate applications with Oracle ebs applications. I am responsible for the merger of the
Clarity PPM applications and the implementation of a Saba Learning Management System with
integrations into Oracle ebs. Allscripts utilizes the Oracle AIM methodology extensively.
Strategic Staffing Solutions
Jacksonville, FL
IT Program and Project Manager – Corporate Applications 4-2011 – 12-2011
Contract with ING as a program and project manager in the Corporate Applications and
Technical Risk and Security groups. Managing programs and several projects concurrently
related to host intrusion prevention, implementation and modification of Oracle Identity
Manager, ServiceNow, ArcSight, Clarity PPM upgrades, Hyperion implementations and service
ID management. Project teams were global and included several vendors. Followed a strict
SDLC methodology with tollgates for every project phase. Utilized Agile and waterfall
processes. Hyperion implementations were for Individual Investment Allocations and Retirement
Services. All projects included coordinating with infrastructure group to select and support
hardware and OS.
Catapult Technology
Bethesda, MD

3. IT Project Manager – Financial Systems 02-2011 – 04-2011
Contract to provide leadership and technical management oversight for a large scale ERP
financial system implementation effort for a Federal Government client. Lead IT functional
requirements analysis, support acquisition efforts for ERP system and system integrators, and
lead IT planning, design, and testing activities. Interface with the business system owner and
support business and financial management team in planning and controlling overall
implementation.
BC Forward, Indianapolis, IN
Project Manager/Business Analyst 11-2010 – 02-2011
Contract with the Indiana Department of Corrections to develop Scope of Work and Business
Requirements documents for the conversion of a mainframe offender information system to a
Microsoft CRM application. The RFP included information for recommending infrastructure
solutions.
The skills and experience utilized were:
 Gathered requirements and developed project schedules
 Managed Project's external and internal team members
 Researched business and technical areas of a project
 Worked with end-users on understanding issues and the business process in order to
formalize into a SOW and BRD
 Worked with client personnel to identify required changes for the impacted systems.
 Participated and led meetings with end users and technical staff to understand business
needs, existing functionality or regulatory rules.
 Accurately prepared written documentation that was coherent, grammatically correct,
effective, and professional.
 Assisted other team members and related groups as needed.
NDS, Ocala, FL
Program Manager, 1/2010 – 11/2010
Contract with Tempur-Pedic to provide strategic direction, oversight, policy development, vendor
performance, contract management and program and portfolio management for all projects related to the
replacement of multiple systems with MS Dynamics applications. This program is to be completed in
phases beginning with replacement of the Ecommerce web site with a SAAS application in parallel with
the implementation of MS Dynamics CRM, a Microsoft Master Data Management Application and the
implementation of Business Objects for Reporting. Oversight included coordination with offshore
resources upgrading and developing interfaces to the Oracle ERP system for order management and
financials, a SAAS Marketing system and MS Dynamics Manufacturing applications. Established the
PMO which utilized MS Project Framework and Oracle AIM methodologies. Managed vendor
relationships with 6 vendors including Microsoft and Oracle. SharePoint 2010 was utilized as a central
access point for all applications. Interfaces were developed with Scribe for .Net and Web Services.
Worked very closely with the technical architecture and support teams with infrastructure selection and
support. Support included monitoring and escalation of Oracle SRs.
TECTURA CORP, Seattle, WA: A Microsoft Gold Partner
Senior Project Manager, 10/2008 – 03/2009
Managed the implementation and support of Microsoft Dynamics AX ERP systems globally. Managed
multiple projects concurrently. Responsible for project schedule, budget, resources, billings, collections
and business development. Overall responsibility for managing the client's projects. Define detailed

4. project scopes, statements of work and document project guidelines. Define and update project plans and
issues logs. Ensure that all stakeholders are kept informed according to the communication plan. Manage
internal project team resources and external resources. Ensure frequent, constructive, and frank
communication between client and their customers' project teams. Took advantage of all up-sell
opportunities and enjoying the sales process.
COMPUTER SCIENCE CORPORATION (CSC), Falls Church, VA: A leading global consulting,
systems integration and outsourcing company, with 90,000 employees in 80 countries worldwide. (Annual
revenue $16.5B.)
Senior Manager, 08/2003 – 09/2008
As a program, project delivery and/or support manager led implementation and support of Oracle and
SAP ERP applications for CSC clients, including management of budget, resources, and schedules.
Overall responsibility for managing the client's programs and projects. Defined detailed project scopes
and document project guidelines. Defined and updated project plans and issues logs. Ensured that all
stakeholders were kept informed according to the communication plan by presenting weekly status
reports. Managed internal project team resources and external resources. Ensured frequent, constructive,
and frank communication between client and their customers' project teams. Took advantage of all up-sell
opportunities. Ensured CSC CMMI Level 3 methodologies were followed. Apart from managing day to
day issues of the projects, I was also responsible for any new enhancements on the projects. My
responsibilities included gather user requirements, write functional specifications, manage development,
manage testing, deliver the enhancements and transition to production support. Responsible for
submitting, monitoring and escalating Oracle SRs.
Company assignments included: Delphi, Zurich, Motorola, British Telecom, AT&T, Marconi, General
Dynamics, and Gulfstream.
Sampling of Projects/Programs:
 Delphi - Reporting directly to the client CIO, directed the divestiture of 3 global divisions of a
major US automotive manufacturer. These divestitures included SAP financials,
manufacturing, HRMS and over 100 IT applications within each divestiture. Development and
implementation is being accomplished by 3 major consulting companies including CSC
utilizing onshore and offshore resources. In this role 3 vendor program mangers and 100+
project managers reported to me.
 Dunn and Bradstreet – Oracle Applications Support Manager and Oracle UK Integration
Project Manager. Managed a team of onshore and offshore developers, functional resources
and DBAs responsible for the day to day support of the global Oracle 11.5.10 Financials and
HR System. Managed a project to consolidate the UK Oracle Financials system with the US
Oracle Financials system which included hardware upgrades to new servers. Proposal
Manager for a 2 phase project to implement Oracle HRMS globally. Phase one of the project
is to implement Oracle HRMS in Canada, Italy, China and the UK. Phase 2 is to implement
Oracle HRMS in 10 additional countries.
 General Dynamics Land Systems (GDLS) – Reporting jointly to the GDLS CIO and the CSC
ADM had the responsibility of managing the Oracle ERP production stabilization and
improvement projects.
 BAE Systems – Management Consultant and Sr. Program Manager – Reporting to the BAE
CIO. Providing guidance and activity coordination between Oracle Functional Stakeholders,
Application Development and Infrastructure teams. Recommend best practice approaches
and techniques to implement Oracle ERP system changes both hardware and software.
Spoke for the CIO in all matters concerning ERP. Plan and manage the integration of 6 lines
of business into the corporate ERP system..
 Zurich – Sr Project Manager for the eWP-XP migration project. Budget $1.5 million, 135
resources. Sr Project Manager for SAP Human Resources Implementation.
 CSC Corp HRIS – GTS PMO Manager for planning the Corporate Global SAP HR
implementation. Budget $30 million, 60 resources

5.  Motorola – GIS Project Manager for the FreeScale separation
 British Telecom – Production Support Manager for Oracle Applications
 AT&T – Project Manager for the Conferencing Cent per Minute project.
 Marconi – Project Manager for the upgrade of Oracle Financials, Supply Chain and
Manufacturing from 10.7 to 11.5.9. Project also included conversion of the data warehouse
from Redbrick to Oracle
 General Dynamics ATP –Project Manager for the clone, purge, upgrade to 11.5.9 and
customization of Oracle Financials 11i. This project was completed ahead of schedule and
under budget.
 Gulfstream Aero Corp – Project Manager for the implementation of Oracle Financials 11i.
Independent Consultant, 2002 – 2003
Led short-term contracts performing project reviews and project management for Oracle ERP
implementations.
CLUBCORP U.S.A., INC., Dallas, TX: Owner and operator of resorts, country clubs, and business
clubs worldwide, with over 25,000 employees.
Oracle Applications Manager, 03/2001 – 11/2002
Managed implementation and support of Oracle eBusiness Suite applications with an annual budget of
$3M. This included customized Oracle Financials, Oracle HRMS/Payroll, Discoverer, Noetix, Kronos, and
custom applications. Implementation included 300+ customizations to the eBusiness suite. Directly
managed a group of eight Oracle Developers, including hiring, developing, and mentoring staff.
Conducted performance evaluations and salary reviews. Managed the implementation of Oracle
Advanced Beneifts from proposal through delivery.
Accomplishments:
 Reduced payroll processing time from 20 to 9 hours allowing employees to be paid on
schedule.
 Established Rational Unified process for Oracle applications.
POWERWAY, INC, Indianapolis, IN: Developer of applications to assist the automotive supply chain
with QS 9000 quality certification. Powerway.com is a website that assists the automotive supply chain
with the preparation and acceptance of all documentation related to the design of an automobile following
the APQP guidelines.
Program/Project Manager, 2000 – 2001
Directed a team of over 100 professionals through the development of the Powerway.com website, with a
budget of $28M. Developed program/project plans using MS Project and coordinated application
development across all departments. Analyzed marketing and functional business data for objectives,
deliverables, and schedules.
MARCHFIRST, INC FORMERLY WHITTMAN-HART, INC., Indianapolis, IN: A premier
consulting agency that provides integrated solutions in digital communications and process improvement,
enabling technologies through its two business divisions.
Sr. Manager, 1999 – 2000
Technical Manager for Projects at Healthx.com,which included TPA data integration and portal web site
development projects. Functioned in an IS Director Role for Healthx.com and assisted in developing a
business strategy. Technical manager of the Oracle ERP Practice responsible for building the practice,
managing a technical staff of seven, developing business, and writing proposals. Project Manager
concurrently on several Oracle 10.7 Manufacturing, Supply Chain, Oracle Sales and Oracle Financials
implementations for divisions of the Herff Jones Company. Managed the upgrade from 10.7 to 11i for

6. Herff Jones Corporate. Had P&L responsibility for all projects. Implementation teams consisted of
functional and technical consultants. All projects were managed utilizing MS Project. PROspec a
MarchFIRST developed UML suite was utilized on all project
Sampling of Projects:
Herff Jones Companies – Project Manager for 6 concurrent implementations of Oracle 10.7 NCA
Manufacturing and Sales modules at their Cap and Gown, Nystrom, Jewelry and Photography divisions
across the US. The platforms were HP 9000. Each implementation required 6 to 10 functional and
technical
consultants. Resources were from marchFIRST regional branches and staff augmentation under the
supervision of team leaders. Implementations were very custom especially Order Entry as client wanted
to
duplicate processes used by their legacy system. Each implementation included interfaces to the
PeopleSoft
financials. The Sales modules at Nystrom were the largest and most complex in Oracle history and
included territory assignment for US and Canada. My responsibilities included hands on code and
configuration reviews and acceptance.
ORACLE CORPORATION, Reston, VA: The world's largest enterprise software company. (2008
revenues - $22.4B.)
Acting ERP Practice Manager, 1997 - 1999
Developed a core technology practice from the ground up. Managed a group of 15 DBA and Developer
consultants. Established business at colleges and universities in the eastern U.S. Responsible for
business development including proposal writing, contract negotiations, and project planning. Managed
P&L for cost center; surpassed target objective by $13M in 1999. Developed technical architectures for
five major implementations.
Sampling of Projects:
 West Virginia University ($10M budget): Managed the implementation of 10.7 NCA full suite
of Public Sector Financials, including Beta site for Grants module and HRMS. Led 25
functional and technical consultants. Also implemented a data warehouse consisting of
student, alumni, and staff financial data.
 State Universities of New York (SUNY): Managed the planning and implementation of Oracle
Financials 10.7 NCA for 26 campuses. This was accomplished using central database
servers and six web application servers. Major responsibility on this project was to architect
the infrastructure to support the Oracle implementation.
 Pennsylvania Blue Cross: Management consultant to the company overseeing a 10.7
Financials implementation by Arthur Anderson.
QUANTUM RESOURCES, Richmond, VA
Project Director, 1996 – 1999
On assignment to Virginia Department of Social Services. Managed a team of technical, finance and HR
personnel through the evaluation, selection and implementation of the Oracle ERP system.

7. EDUCATION/CERTIFICATIONS
BSEE, Arizona State University
FURTHER TRAINING: CSC Management Development Program, Oracle Financials Technical
Foundation
Oracle Workflow, Oracle Applications Installation and Administration, Oracle Web Applications, Oracle
ERP Application Implementation Methodology, Oracle Cost Center Management, Oracle Financial
Processes, Oracle Project Management, Practical Statistical Analysis, RationalClearCase, Rational
ClearQuest, Rational ReqPro, MS Project, MS Office and Microsoft Dynamics AX
MILITARY: United States Air Force, Electronic Warfare Simulator Maintenance Specialist, 1972 –
1976, honorably discharged.